Communicating for change

By C. Mullahy. 2004

120 citations recorded by the source corpus.

Subfields: Education, Management of Technology and Innovation, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/21bbf3037dfee6e775559ef95e924ed819256ae4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Education

In Management of Technology and Innovation

In Management Science and Operations Research

Citations in the corpus

Developing criteria for healthy organizational change (2007, background): “…change, such as the importance of providing relevant information and adopting good communication strategies (Galpin, 1996; Goodman & Truss, 2004; Richardson & Denton, 1996), the significance of employee participation and ownership (Heller, 2003), and establishing a clear vision and goal…”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “Indeed, Richardson and Denton (1996) argued that during times of drastic organizational change, it is crucial for management to divulge constantly what is known so that employees gain a sense of prediction and understanding for the change (see also Conlon & Shapiro, 2002; Lewis & Seibold, 1996;…”
Causes and Effects of Employee Downsizing: A Review and Synthesis (2010, background): “…has been argued that effective communication, characterized by helpfulness (Miller & Monge, 1985), openness (Miller, Johnson, & Grau, 1994), and accuracy, timing, and completeness (Richardson & Denton, 1996), can help mitigate anxiety and reduce the resistance to change among downsizing survivors.”
Uncertainty during organizational change: Is it all about control? (2004, background): “In the absence of timely communication, employees may learn about the change from external sources such as the news media (Bastien, 1987; Richardson & Denton, 1996; Smeltzer, 1991).”
Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “This is one of the most frequently identified change drivers (see Kim et al., 1995; Schneider et al., 1996), and poor communication is a reason given for change failure (Richardson and Denton, 1996).”
Organizational change: Motivation, communication, and leadership effectiveness (2009, background): “Appropriate communications provide employees with feedback and reinforcement during the change (Peterson & Hicks, 1996), which enables them to make better decisions and prepares them for the advantages and disadvantages of change (Saunders, 1999).”